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Kindle Notes & Highlights
by
Julie Zhuo
Read between
December 21, 2021 - February 23, 2022
Another nuance of respect is that it must be unconditional because it’s about the person as a whole rather than what she does for you. I’ve never encountered a manager who wasn’t a bastion of support for individuals they considered top performers. It’s easy to like and have a great relationship with someone who is kicking ass. The harder test is, what happens when she struggles? If your report feels that your support and respect are based on her performance, then it will be hard for her to be honest with you when things are rocky. If, on the other hand, she feels that you care about her no
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When you zoom out and look at many examples of task-specific feedback for a report, what themes emerge? Does he make decisions quickly or slowly? Is he a process wizard or an unconventional thinker? Does he gravitate toward pragmatic or idealistic solutions?
What are the first three adjectives that come to mind when describing the personality of your team? What moments made you feel most proud to be a part of your team? Why? What does your team do better than the majority of other teams out there? If you picked five random members of your team and individually asked each person, “What does our team value?” what would you hear? How similar is your team’s culture to the broader organization’s culture? Imagine a journalist scrutinizing your team. What would she say your team does well or not well? When people complain about how things work, what are
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The way to identify and resolve incentive traps is to regularly reflect on what the difference is between your stated values and how people are actually behaving on your team.
Pay attention to your own actions—the little things you say and do—as well as what behaviors you are rewarding or discouraging. All of it works together to tell the story of what you care about and how you believe a great team should work together.
